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Business Analysis
• Business analysis is the discipline of identifying
business needs and determining solutions to
business problems. Solutions often include a
systems development component, but may also
consist of process improvement or organizational
change. The person who carries out this task is
called a business analyst or BA.
• Those BAs who work solely on developing
software systems may be called IT Business
Analysts, Technical Business Analysts, or Systems
Analysts.
Business analysis sub-disciplines
• Business analysis as a discipline has a heavy
overlap with requirements analysis sometimes
also called requirements engineering, but
focuses on identifying the changes to an
organization that are required for it to achieve
strategic goals. These changes include changes
to policies, processes, and information
systems.
Business analysis sub-disciplines (2)
Example of Business Analysis
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Enterprise analysis or company analysis
focuses on understanding the needs of the business as a whole, its strategic direction, and
identifying initiatives that will allow a business to meet those strategic goals.
Requirements planning and management
involves planning the requirements development process, determining which requirements are the
highest priority for implementation, and managing change.
Requirements elicitation
describes techniques for collecting requirements from stakeholders in a project.
Requirements analysis
describes how to develop and specify requirements in enough detail to allow them to be
successfully implemented by a project team.
Requirements communication
describes techniques for ensuring that stakeholders have a shared understanding of the
requirements and how they will be implemented.
Solution assessment and validation
describes how the business analyst can verify the correctness of a proposed solution, how to
support the implementation of a solution, and how to assess possible shortcomings in the
implementation.
Business analysis techniques
• There are a number of techniques that a
Business Analyst will use when facilitating
business change. These range from workshop
facilitation techniques used to elicit
requirements, to techniques for analysing and
organising requirements
Business analysis techniques (2)
Include inside
• PESTLE
This is used to perform an external environmental analysis by examining the many
different external factors affecting an organisation.
The six attributes of PESTLE:
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Political (Current and potential influences from political pressures)
Economic (The local, national and world economy impact)
Sociological (The ways in which a society can affect an organisation)
Technological (The effect of new and emerging technology)
Legal (The effect of national and world legislation)
Environmental (The local, national and world environmental issues)
MOST
This is used to perform an internal environmental analysis by defining the
attributes of MOST to ensure that the project you are working on is aligned to
each of the 4 attributes.
The four attributes of MOST[3]
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Mission (where the business intends to go)
Objectives (the key goals which will help achieve the mission)
Strategies (options for moving forward)
Tactics (how strategies are put into action)
Business analysis techniques (3)
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SWOT
This is used to help focus activities into areas of strength and where the greatest opportunities lie.
This is used to identify the dangers that take the form of weaknesses and both internal and external
threats.
The four attributes of SWOT:
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Strengths - What are the advantages? What is currently done well?
Weaknesses - What could be improved? What is done badly?
Opportunities - What good opportunities face the organisation?
Threats - What obstacles does the organisation face?
CATWOE
This is used to prompt thinking about what the business is trying to achieve. Business Perspectives
help the Business Analyst to consider the impact of any proposed solution on the people involved.
There are six elements of CATWOE
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Customers - Who are the beneficiaries of the highest level business process and how does the issue affect
them?
Actors - Who is involved in the situation, who will be involved in implementing solutions and what will
impact their success?
Transformation Process - What processes or systems are affected by the issue?
World View - What is the big picture and what are the wider impacts of the issue?
Owner - Who owns the process or situation being investigated and what role will they play in the solution?
Environmental Constraints - What are the constraints and limitations that will impact the solution and its
success?
Business analysis techniques (4)
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De Bono 6Hat
This is often used in a brainstorming session to generate and analyse ideas and
options. It is useful to encourage specific types of thinking and can be a convenient
and symbolic way to request someone to “switch gear. It involves restricting the
group to only thinking in specific ways - giving ideas & analysis in the “mood” of
the time. Also known as the Six Thinking Hats.
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White: Pure, facts, logical.
Green: Creative, emotional
Yellow: Bright, optimistic, positive.
Black: Negative, devil’s advocate.
Red: Emotional.
Blue: Cold, control.
Not all colours / moods have to be used
Five Why's
Five why’s is used to get to the root of what is really happening in a single
instance. For each answer given a further 'why' is asked.
Business analysis techniques (5)
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MoSCoW
This is used to prioritise requirements by allocating an appropriate priority,
gauging it against the validity of the requirement itself and its priority against
other requirements.
MoSCoW comprises:
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Must have - or else delivery will be a failure
Should have - otherwise will have to adopt a workaround
Could have - to increase delivery satisfaction
Would like to have in the future - but won't have now
VPEC-T
This technique is used when analyzing the expectations of multiple parties having
different views of a system in which they all have an interest in common, but have
different priorities and different responsibilities.
– Values - constitute the objectives, beliefs and concerns of all parties participating. They may
be financial, social, tangible and intangible
– Policies - constraints that govern what may be done and the manner in which it may be done
– Events - real-world proceedings that stimulate activity
– Content - the meaningful portion of the documents, conversations, messages, etc. that are
produced and used by all aspects of business activity
– Trust - trusting (or otherwise) relationship between all parties engaged in a value system